What new leaders need to do right away

It is inevitable that any organization will have a new leader, and it’s
always an adjustment. While it can be an exciting and hopeful time filled with the possibilities of a new direction, it still takes time to earn trust and loyalty from those who have been there for a long period of time.

Nevertheless, a new leader should see this as an opportunity to learn and engage their team. Below are five tips to incorporate in your leadership style to find immediate success.

Speak to everyone

While your initial instinct will be to speak to the people who hired you and your immediate subordinates, you need to expand your pool. In order for people to support your leadership, you need to show your face and prove that you care about people at all levels. When new leaders come in, some people might be skeptical. Address that skepticism head on and find its foundation. Getting to the root of these issues can immediately help you to succeed as you build your strategic vision for the organization. And who knows what you might learn at the same time. 

Identify influencers

Once you’ve spoken to everyone, find the natural leaders amongst them. This is some of your top talent, and you’ll want to bolster their success. It may take some time to identify who produces the best quality work, but once you do you’ve found the foundation of your company. Be sure to invest in these people and expand based upon their talents.

Showcase success

In that vein, it is important to also point out the people who are succeeding. This redoubles their efforts, shows that you acknowledge success, and stimulates a culture of hard work. This will also inspire camaraderie and pushes employees to collaborate and address the agenda that you’ve set for the organization in a productive way.

Be an open book

Don’t hide the challenges the company faces. If people feel closed out, they don’t feel readily engaged. While you may not be able to share everything, there are certainly important ideas and issues that you want your employees to consider. And by sharing, you’ve inspired your team because they feel like valued members of the organization.

Value accountability

If you take people’s ideas seriously, then more ideas will flourish. But make sure you take them seriously in a way that you expect results. While it’s great to have someone who can come up with a million ideas off the top of their head, telling your team that execution is key makes them feel inclined to prove their validity. It’s about finding a solution, not only identifying problems.

How to achieve buy-in? Six tips on how to become a great communicator

It’s easy to identify communication as a key component of leadership success, but many struggle to relay an idea or get their bosses, colleagues and subordinates to “buy-in” to their ideas. If you have a strategic vision for your company and your role within it, it is essential to impart that upon others and gain their endorsement.

Below are six tips that you can immediately incorporate to get to that next level of communication success and earn the essential “buy-in” of your peers.

Show it. Sometimes it’s just about looking the part. Communication can be about your outward appearance, often the foundation of your first impression. This doesn’t mean how you are dressed necessarily, but instead how you hold yourself. Prove your confidence by showing it. This can influences how you express an idea: an energetic tone, smiling, nodding, strong eye contact, firm handshake, and an easy and relaxed posture. All these display, engage and bolster “buy-in.”

Keep it simple. Over-explanation will be the first nail in your coffin. If no one knows what you are talking about, then it will be nearly impossible to fulfill your strategic vision. Complexity is valued by the lonely, and triumph is never attained alone. Confident leaders will make it simple for those around them, allowing those people to “buy-in” to the idea. Yes, you might sound smart using industry jargon and flourishes, but there’s no quicker way to lose a room and tamp down excitement.

Share. We have a tendency to want to keep everything close to the chest, but sometimes it’s overkill. If you’re seeking investment from people in your company, they need to know what the hell is going on. Tell them. Sharing information strategically will make you more valuable to your organization and potentially raise your profile as an expert. This is how trust is built, and it will develop that “buy-in” you want from bosses, colleagues, and subordinates.

Improvise. Any great leader can identify a communication formula that works, and it’s needed because the modern work environment forces people to think on their feet. Brevity is the soul of wit and the avenue to the desired “buy-in.” Learn to give off-the-cuff statements that concisely summarize your point in a few sentences or less. Someone who can deliver on his/her feet impresses everyone, and that improvisation is a craft that can be mastered.

Spin a yarn. Humans naturally communicate by telling stories, so use that to your advantage. Add anecdotes to meetings and presentations as well as casual conversations to drive home the points and ideas that you want to impact onto others. Some may find it difficult to remember only the essential point. But once it is illustrated in a story, people can use it as a guiding light to remember and more easily “buy in” to the concept.

Ask questions. Any great leader knows that their education is never complete. If you don’t take the time to hear what’s happening from the basement to the penthouse of your company, then you’re not going to address problems that could blow up later and maybe even miss some opportunities. It’s important to make yourself available and hear from others. Because no mater how smart you are, you don’t have all the answers.

Yes, sometimes the answers won’t matter, but colleagues and subordinates will always appreciate you taking a moment to step back and listen.

Learn “The Cubs Way” and Share the Win

Diamond6 Leadership & Strategy has a soft spot for the Chicago Cubs, as D6 CEO Jeff McCausland is a lifelong fan. But the Cubs are also a masterclass in leadership, especially when we consider General Manager Theo Epstein.

Epstein has broken two baseball “curses” during his 15 years as a Major League Baseball general manager. He first took on the helm of his hometown team — the Boston Red Sox  — where he brought the Curse of the Bambino to an end in 2004. In 2012, he came to the Cubs, completely rebuilt the team and won a World Series within five years.

He is a managerial legend now, but it still came as a surprise when he was named Fortune Magazine’s best leader in the world — even beating out the pope. Yet his reaction to the magazine’s honor also proves his qualities as a great leader.

The baby-faced manager, only 43, said he was taken aback by the top spot.

“Um, I can’t even get my dog to stop peeing in my house,” Epstein texted ESPN writer Buster Olney. “This is ridiculous. The whole thing is patently ridiculous.”

But it’s that exact dismissal that is evidence he is such a great leader. It is that rejection that proves his sense of modesty and humility — an integral characteristic of leadership. Epstein would be the first to say that he is not singularly responsible for changing the culture of an entire franchise and bringing the first baseball championship to the city of Chicago in 108 years. But it must be noted that his organizational changes brought the Cubs a victory.

“It’s baseball — a pastime involving a lot of chance,” Epstein told Olney, before bringing up a player he signed as an example. “If [utility player Ben] Zobrist’s ball is three inches farther off the line, I’m on the hot seat for a failed five-year plan. And I’m not the best leader in our organization; our players are.”

A weaker person would have immediately taken credit for others’ wins, but Epstein is unwilling to bask in that glory. Instead he readjusts it and places the honor at the feet of the members of his organization, such as the players.

A good leader knows that the successes of a “team” isn’t the result of any one person. We must recognize and acknowledge every individual’s contributions or else we create an environment that doesn’t encourage success. No organization wants to stifle good work, so understand the new “Cubs Way” and share the achievement in order to inspire accomplishment.

Should you have a mentor? Probably.

When considering a mentor, it is first important to get to the foundation of what exactly we mean by “mentoring.” Mentoring is a personal relationship in which a more experienced (usually older) mentor acts as a guide, role-model, and sponsor of a less experienced (usually younger) protégé.

Mentors provide protégés with knowledge, advice, challenge, counsel, and support in their pursuit of becoming full members of a profession as well as becoming effective leaders. This is different from “coaching” which normally refers to shorter term relationships to seek and acquire often technical skills though at times coach can well become a mentor.

I firmly believe most people particularly when embarking on a new career path can benefit markedly from having a mentor. This is particularly true from young people who (as you can see from the definition provided) are embarking on a career in a “profession.” According to sociologists the “professions” include the military, law (to include lawyers as well as law enforcement), medicine, theologians, and educators. These career paths are different from other positions in society.

First, the members of a “profession” have control over an abstract body of knowledge. They are entrusted by society to develop this body of knowledge throughout their careers when they as the professions custodians. Doctors and medical researchers are expected to continue their development as medical professionals during their career while seeking better methods to treat injury and disease.

Second, members of a profession are entrusted by society with a certain degree of autonomy over who may enter the profession as well as determining who has violated the norms of the profession and must lose their “license to practice.” Doctors, military officers, and theologians swear oaths. If they are determined to be operating outside what is acceptable they lose their license, are court-martialed, or are defrocked.

Finally, those who enter a profession are motivated to provide an essential service to society that is critical for society to operate, develop, and survive. Obviously, we all believe that the external security provided by the military is critical, medical personnel treat our ailments, theologians comfort us in our moments of need, and we need a legal system that includes law enforcement if society is to function.

Consequently, I believe that those entering a profession have a heightened need for mentors to insure they fully understand its norms, standards of practice, and are encouraged to continue their professional development.


Dr. Jeff McCausland is Founder and CEO of Diamond6 Leadership and Strategy, LLC. His most challenging and unique leadership experience was leading and commanding 750 troops into the first Gulf War. He is proud to say that everyone came home healthy and safe.

Leadership Found and Fought at the Alamo

Some historians regard the Mexican defeat in the Texas Revolution as among the most influential developments in the emergence of the United States as a hemispheric and, eventually, a world power.

The Diamond6 Alamo Leadership Study offers thought-provoking insights from a battle and campaign that seem familiar—but are not generally well understood. On-the-ground study of this Revolution opens up discoveries that can benefit today’s leaders as they grapple with unpredictable change, inter-cultural influences, powerful personalities, a highly volatile environment, and competing stakeholder aims.

The chaotic conditions in Texas and Mexico in 1836 presented leaders on both sides with wickedly complex challenges. In San Antonio both groups operated at the far end of their range of influence. Misunderstandings of the situation and of the opposition’s aims and qualities forced Samuel Houston, Travis, and David Bowie on the Texian side and Santa Anna and his political and military aides on the other to guess and improvise almost every day.

For the Anglo-Tejano rebels, unexpected attacks on their legal rights, uncontrolled influx of American adventurers, and economic penalties imposed by Santa Anna’s government provoked an ill-organized, mutually suspicious resistance. Disagreements over the question of independence or reform and disputed leadership at state level put Travis and Bowie in a tough, risky position in San Antonio early in the year. Their Tejano partners, led by Navarro and Seguin, faced choices that were doubly hard. In both groups a mistaken conception of Santa Anna’s intention and abilities led them to dangerously false assumptions and compelled rebel leaders to make snap decisions that had decisive effects.

On the other side, Santa Anna saw the resistance in Texas as yet another instance in a long line of Yankee incursions into Mexico. Insecure in power and dealing with opposition in Mexico City and in other states, he had to force a quick decision. His response was ingenious in some respects but deeply flawed in others. The leadership environment he imposed on his army and government played a central part in the contest’s outcome and is notably useful for study today.

The perceptions of observers on all sides constrained their choices and created problems analogous to those that leaders face today. The neutral citizens of Mexico, the population and government of the United States, several European powers, and the Native American tribes of the region all figured in the choices that the opposing leaders had to make.

San Antonio became a decisive point for both sides, unwittingly for the rebels and deliberately for Santa Anna. In the Alamo Leadership Study, participants examine how the actions of Travis and Santa Anna brought on a crisis for both sides. Diamond 6’s expert historians and authorities on leadership theory assist them in developing new ideas about the case itself and about the application of leadership principles to current problems. Past participants from both the private and public sectors have enhanced their leader skills individually and as teams through this event.


Don Holder is an independent consultant on leadership, Joint Force and Army doctrine, and training.  As one of six Battle Command Training Program (BCTP) Senior Mentors, he coached commanders of Army corps, divisions and brigades in advanced training exercises.  He advises doctrine writers and force designers on future operations and lectures on theater operations at foreign and US service schools.

Interview with Jeff McCausland at a D6 Pearl Harbor Workshop

In January, Diamond6 Leadership and Strategy CEO Jeff McCausland traveled to Honolulu, Hawaii, with a group of college students. Their trip came only a month after the 75th anniversary of the attack on Pearl Harbor, and they planned to use the attack as a case study from which they could draw important leadership lessons. 

Below is a brief interview that was conducted with Jeff during the workshop that gives an overview of how he conducted this seminar, which gives some insight to the many other workshops D6 teaches as well.

Tell us about your approach.

Jeff: Over my time teaching, I’ve used historical case studies to examine enduring concepts of leadership and organizational theory, whether that’s thinking about strategy or emotional intelligence. I firmly believe these are very effective case studies because people find them interesting and you can use the history then to see where those particular principals and concepts are illustrated positively and negatively.

Many I’ve used have a military context because I’m retired military. I’ve used the Gettysburg battlefield in Pennsylvania, Yorktown in Virginia, the Nixon Library in Los Angeles, the Alamo in San Antonio and over the past few years I’ve used Pearl Harbor.

Are there specific leadership ideas that you’re teaching here at Pearl Harbor?

We’ll talk about organizational culture, organizational change, innovation, strategic vision, team building, effective communications, and those are just the emotional intelligence portion. We’ll talk about all of those concepts and use events and anecdotes from the actual attack on Dec. 7, 1941 on Pearl Harbor to illustrate that within a historical case study. And we’ll look at the good and the bad.

I like to emphasize that this is an iconic moment to come here because we just passed the 75th anniversary of the attack on Pearl Harbor.

What’s an important lesson learned at Pearl Harbor?

When you see the world changing, good leaders have to examine, as part of an organization – whether it’s the United States military at Pearl Harbor or Microsoft or AT&T – the following question: what are the implicit and explicit assumptions that are guiding our investments and our strategy for the future? Where do we want to go? Where is the world going? Where should we be investing people, money and time? In the 1930s people said we’re going to invest in building big coastal artillery defenses and put lots of guns out there. In 1941, that became pretty irrelevant.

This interview was conducted by Chaminade University of Honolulu Senior Communications Writer Kapono Ryan in Honolulu, Hawaii. It has been condensed and edited by Diamond6.

Leading During a Crisis: Overcoming Obstacles and Keeping Calm

OB-DE821_billge_D_20090224183025It seems like we are surrounded by crises. Sometimes they are private troubles and other times we worry about a problem we aren’t directly connected to. In mental health terms, a crisis refers not necessarily to a traumatic situation or event, but to a person’s reaction to an event. One person might be deeply affected by an event, while another individual suffers little or no ill effects. As we consider crises it may be useful to remember that the Chinese word for crisis summarizes its components. The word crisis in Chinese is formed with the combination of two characters — danger and opportunity. A crisis presents an obstacle, trauma, or threat, but it also presents leaders an opportunity for either growth or decline.

We often think of a crisis as a sudden unexpected disaster, such as a car accident, natural disaster, or other cataclysmic event. However, crises can range substantially in type and severity. Sometimes a crisis is a predictable part of the life cycle.  Situational crises are sudden and unexpected, such as accidents and natural disasters. Existential crises are inner conflicts related to things such as life purpose, direction, and spirituality.

All leaders know that their organization will undergo crises. They must prepare plans and processes that “inoculate” as much as possible their organization from its worst effects. This includes plans for immediate crisis action, leader succession, communications, etc. Next, good leaders must realize that all members of the organization will look to them for both direction and encouragement. Finally, leaders must realize that their organization will not be the same after the crisis. They must demonstrate caring and set a new course for the future. A critical part of this is to take the time to confront a difficult question: “What can we learn from this experience no matter how difficult that will make us a better organization in future?”

Finally, it may be helpful to consider an old phrase from World War II — “Keep calm and carry on”. This was a motivational poster produced by the British government in 1939 during the beginning of the Second World War. It was intended to raise the morale of the British public in the aftermath of widely predicted mass air attacks on major cities. Oddly, the poster had only limited distribution with no public display, and thus was little known. The poster was rediscovered in 2000, and since then has been widely used throughout the United Kingdom. During the preparation for the Olympic Games it was reissued — “Keep calm and carry on…it’s only the Olympics!

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Dr. Jeff McCausland is Founder and CEO of Diamond6 Leadership and Strategy, LLC. His most challenging and unique leadership experience was leading and commanding 750 troops into the first Gulf War. He is proud to say that everyone came home healthy and safe.
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Day of Infamy: Leadership Lessons from the Attack on Pearl Harbor

“Yesterday, December 7, 1941 — a date which will live in infamy — the United States of America was suddenly and deliberately attacked by the naval and air forces of the Empire of Japan.”

-President Franklin Roosevelt in his speech to Congress.

“I am afraid we have awakened a sleeping giant.”

-Admiral Yamamoto, Commander of the Japanese attack force

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Every American, no matter their age, conjures up a mental image of the attack on Pearl Harbor when they hear the date December 7. Today, we commemorate the 75th anniversary. This attack was a turning point in the history of our nation and the world. The war that followed lasted nearly four years, and the entire nation mobilized to meet this challenge. But ultimately it was leadership at all levels, exhibited initially on this Sunday morning in Hawaii that allowed America to be successful.

The actions of leaders on both sides of this historic battle made the difference in the events on that day — for better or for worse — and arguably set the conditions that determined the course of World War II. It is no overstatement to say that Pearl Harbor on the beautiful island of Hawaii proved to be one of the most important and intense “leadership laboratories” in the history of modern warfare.

As we reflect on the courage and sacrifice of the brave servicemen on that day, what can we discern about the actions of their leaders? And what can we learn about leadership in a complex, rapidly evolving, high-pressure environment like the one we are living and working in today? While there are innumerable leadership lessons that can be drawn from this event let me use three examples.

Leaders must act in a crisis and feel empowered to act. The battle actually began at 0342 that morning. The minesweeper USS Condor detected a periscope at the entrance to Pearl Harbor. The captain of the Condor sent a message to the USS Ward, a destroyer on patrol in the harbor. Sighted submerged submarine on westerly course, speed 9 knots.

The Ward was commanded by Lieutenant William Outerbridge. He had assumed command on December 5, but still immediately ordered his ship to engage what turned out to be a Japanese mini-submarine that was attempting to enter the harbor.

All leaders will face a “crisis” at one point or another and several factors are important. First, crises demand that organizations have developed solid leadership and organizational preparation. Second, leading in a crisis takes more than just common sense. Leaders must establish a climate that allows those they lead to make decisions, fail, and grow. Third, it is critical that everyone in the organization even the newest person feels empowered to act.

Lieutenant Outerbridge’s quick actions are consistent with each of these.

Leaders must challenge assumptions particularly during changing times. The Army-Navy game in 1941 was played on November 29 in Philadelphia Municipal Stadium. Navy would defeat Army 14-6. The program for the game contained a full-page picture of a battleship and noted that it had “never been successfully attacked from the air.” The Pearl Harbor attack began at 0755 eight days later. Within 10 minutes half the battleships were badly damaged. The battleship was no longer the centerpiece of what 20th-century navies were all about.

Leaders must promote organizational resilience. The United States suffered 2,335 dead and 1,178 wounded on December 7. Over 180 aircraft were destroyed and 18 ships badly damaged or sunk. This included eight battleships, three cruisers, and four other vessels. It was perhaps the worst military defeat in American history. But all the American aircraft carriers were at sea.

America recovered quickly. Four months after the attack (18 April 1942) sixteen B25 bombers took off from the USS Hornet and conducted a bombing raid on Tokyo. On June 4, 1942 the American and Japanese fleets fought perhaps the most important battle of the war in the Pacific near Midway Island. Japanese Admiral Yamamoto sent four of his carriers to draw out the American fleet and hopefully destroy the carriers. But in the ensuing battle, the Japanese lost all four of their carriers while the US Navy lost won.

This can also be illustrated in the American industry’s reaction to Pearl Harbor. On December 7, 1941 the US Navy had eight aircraft carriers and 112 submarines. At the end of the war the Navy would have 140 carriers and 214 submarines.

Scientist Brian Walker and David Salt in their book, Resilience defined it as: “the capacity of a system to absorb disturbance and still retain its basic function and structure.” Bad things will happen, and effective leaders must insure their organizations can “bounce back.” Every ship that was part of the Japanese task force that attacked Pearl Harbor was sunk by September 1945.

As we reflect on the sacrifices of those Americans who lost their lives on December 7, 1941 let us further consider what we can learn from this iconic event that will make each of us a better leader.

Perhaps the words of former Secretary of State Colin Powell are appropriate. Leadership is the art of getting your people to accomplish more than they may think is possible.


Dr. Jeff McCausland, Founder and CEO, Diamond6 Leadership and Strategy, LLC

To Be a Better Leader, Lead Like a Guide

llag_hi-res-2A distant snow-capped mountain peak beckoning through the clouds can effectively serve as a metaphor for an organization’s vision and top-level goals.  Visualizing standing on the summit, with its promise of uncharted horizons beyond, stirs the heart and inspires people to reach as high as they can.  Inspiration alone, however, will not produce sustained or tangible change in an enterprise.  With a clear vision, a sense of purpose, a committed team, and a path to the summit identified, what happens next in both mountaineering and in organizations is largely dependent on leadership.

This explains why mountaineers and world-class guides are so often asked by company leaders to talk about how the challenges they have confronted relate to those of organizations facing their own rapidly changing business landscapes.  My new book, Lead Like a Guide:  How World-Class Mountain Guides Inspire Us to Be Better Leaders, (Praeger, 2016) includes lessons I learned from expert guides as I organized over twenty mountain climbing and trekking expeditions in countries ranging from Patagonia to Iceland to Nepal.  My research describes six key leadership strengths of guides and explains how these strengths help their clients achieve new heights – and how these same strengths can be successfully applied in business and nonprofit organizations.

THE SIX LEADERSHIP STRENGTHS OF WORLD-CLASS MOUNTAIN GUIDES

  • First, a guide rapidly establishes positive interactions with clients, which draws on emotional and social intelligence. 
  • Second, a guide accurately senses when mountain conditions call for a change in leadership style, and makes that change smoothly. 
  • Third, a guide identifies and builds on a client’s strengths, and provides a supportive space for growth and development. 
  • Fourth, a guide creates an environment of trust, imparting confidence in their own skills as a guide while also helping clients learn to trust themselves and their teammates. 
  • Fifth, a guide attends to the welfare of clients as weather or mountain conditions change, accurately assessing and managing risk in an environment of uncertainty. 
  • Finally, rather than holding a singular focus on the summit, a guide retains the ability to see the big picture throughout the journey. 

To purchase a copy of Lead Like a Guide:  How World-Class Mountain Guides Inspire Us to Be Better Leaders, click here.


Chris Maxwell is a Senior Fellow, Center for Leadership and Change Management, at the Wharton School of the University of Pennsylvania. Chris previously taught “Leadership and Communication in Groups” at the Wharton School and directed a wide variety of domestic and international leadership development programs in remote areas of North America, Mexico, Patagonia, Peru, Quebec, and Iceland.

How Men Can Mentor Women Leaders

When Brigadier General (ret) Dana Born was coming up through the ranks athenarising-320x480as an Air Force officer, she often sensed that her male colleagues expected her leadership style to be just like theirs: directive, commanding, and hierarchical. But General Born’s natural leadership style—like that of many women—was more collaborative, democratic, and inclusive. Although her unique leadership style was inarguably effective, she often felt that her male superiors evaluated her style as too relational and collegial for a senior officer.

It turns out that General Born’s experience is not uncommon. Decades of research on gender and leadership reveals that women find themselves between a rock and a hard place when it comes to leadership. On one hand, the women are wonderful stereotype suggests that most of us see women as understanding, kind, nurturing, and caring. Sounds good right? Not when it comes to leadership. Research shows that men and women see “real leaders” as action-oriented, dominant, competitive, self-sufficient, and willing to impose (his) will on others; characteristics we tend to associate with men. Of course, we all know men whose leadership style is more transformational. But men get a free pass when it comes to having a more flexible leadership style since their competence is assumed or based on potential compared to women who must prove themselves as a leader. So what’s a female leader to do? Enter the leadership double-bind faced by most women in western societies: She can be warm, friendly, and “nice” (embodying classically feminine traits we all expect from women at work) or she can be commanding, take charge, and kick ass, endeavoring to behave the way most of us expect leaders to act. If she chooses the former, she may be dismissed as unqualified to lead, but if she chooses the latter, she can risk the negative backlash and rejection experienced by many assertive women (yes, the iron bitch stereotype is alive and well).

Here is the problem: Businesses and organizations around the globe are engaged in a fierce battle for talent. Specifically, organizations are hungry for transformational leaders who score high on indices of social and emotional intelligence, value collaboration, and stimulate creativity through inspiration. In other words, institutions and companies are increasingly looking for leadership soft skills (e.g., empathy, approachability, and listening skills), the very behaviors that often come quite naturally to women. It should therefore come as no surprise to learn that organizations with women in crucial leadership positions perform better on key success markers than organizations with primarily male leadership.

How can organizations ensure that more women ascend to the upper echelons of leadership? Mentoring is one of the key ingredients. And quite often, key mentorships for a promising junior woman will be with male mentors. In many organizations, there are simply too few women in senior leadership positions to mentor rising female stars. And sometimes, women avoid mentoring junior women if the competition for the few jobs open to women is fierce.

Can men mentor women effectively? In our new book, Athena Rising: How and Why Men Should Mentor Women, we show that the answer to that question is an unequivocal yes. Men have to mentor women deliberately and thoughtfully for organizations to thrive. So gentlemen, if you are committed to mentoring a rising Athena—a junior woman with terrific promise—here are some key strategies.

First, honor her authentic approach to leadership. Help her sharpen and refine it but don’t try to change it. Hundreds of studies on gender and leadership show that women tend to adopt a leadership style described as transformational and participative. In their relationships with team members, women leaders tend to be more empathic, patient, and inclined to put others first. When it comes to decision-making, women tend to be more inclusive and thoughtful about the impact of their decisions on others. Moreover, women are more inclined to use praise and to define winning in the plural; teams are credited with success, not individuals. Guys have got to champion these leadership strategies, not undermine them.

Second, never make her choose between being liked and respected in her role as leader. Obviously, this is a choice men rarely have to make. Remind her that she can be an excellent leader and be herself when compassion, caring, and collaboration are key elements of her style at work.

Finally guys, watch, listen and learn! If her leadership approach is working for her, get busy championing her, squash efforts by others to undermine her, and watch closely, there’s a good chance you’ll learn a thing or two about terrific leadership!


Brad Johnson and David Smith are professors in the department of Leadership, Ethics, and Law at the United States Naval Academy and authors of Athena Rising: How and Why Men Should Mentor Women (2016: Bibliomotion). Click here to purchase a copy.